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Yes, there are internal organizational boundaries among marketing, product, customer, and sales teams.
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Patent-to-product mapping, financial metrics and organizational data are critical to deliver the insight needed to effectively run an IP business unit that increases business value.
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While no two organizations are alike, they often do share common particulars: industry, departments, geography, organization size and distribution, product area, and sometimes even similar organizational cultures.
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Many working within the company understood the organizational problems that were getting in the way, such as product development teams not cooperating and consistently poor senior executive decisions, but there was no mechanism for uncovering those insights and acting on them.
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To truly listen to their customers, build deep cross-organizational relationships based on value, and change from internally-focused, product-obsessed organizations to customer-centric businesses.
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While these savings are expected to come largely from organizational streamlining, the company will also target areas such as real estate, information technology, product and service procurement costs, overall general and administrative expenses, and a significant reduction of suppliers in order to further lower costs and improve quality.
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Second, disruptive new business models are overwhelmingly likely to be hybrids that bring together at least two different innovations in areas that include product design, supply chain organization, retailing models, materials science research, manufacturing and organizational effectiveness.
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Blaming a department or a product feels safer than blaming a person since it appears less personal, can pass as an attempt at organizational improvement, and might seem less defensive.
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